Strategic Rail Review
Executive Summary
Introduction and Overview
The purpose of the Strategic Rail Review (the “Review”) is to evaluate the long term rail
requirements from a national perspective in the light of emerging spatial planning and regional
development trends and policies.
The terms of reference for the Review stated that the primary purpose is to provide the Government
with a basis for establishing a strategic policy framework for the future development of the rail
passenger and rail freight sectors in Ireland. The Review encompasses a 20-year strategic framework
based on a Vision for the railway developed in light of Government public transport and spatial
planning policy.
The approach to the Strategic Rail Review has, inter alia, involved answering four basic questions:
1. What is the current state and status of the Irish rail network and how might it
respond to developing needs and expectations?
2. What role will rail play in national strategic planning of the State over the next
20 years?
3. By 2022, where can the railway sector in Ireland reasonably expect to be as part
of a modern European economy?
4. How is the railway going to get to where it is required to be?
Development of a Vision for the railway is central to establishing the strategic policy framework.
The Vision for the railway in Ireland provides a guiding statement and contextual direction for the
Review. It reflects both the guiding ideals of Government for public transport as well as providing a
‘match’ with the aspirations of the wider community and those working within the railway sector.
The railways in Ireland will provide safe, reliable and
customer-focused transport services in support of the
State’s wider social, economic, environmental and land
use policies. Services will be competitive, integrated with
other modes, and support the economic development of
the State as a whole.
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Strategic Rail Review
The Vision should be viewed as a starting point. It is an attempt to ascertain the level of service that
is both possible and realistically achievable.
Consistent with the Vision, the Recommended Investment Strategy focuses on a significant uplift in
the quality and value to the community of services provided by the railway.
Central to the Strategy is:
Enhanced train performance and service reliability
Increased service quality and frequency for customers
Improved asset utilisation and productivity gains
Reductions in the cost to the State per passenger journey
Transfer of journeys from road to rail
Better on-going stewardship of assets that make up the rail network and systems.
In framing the scope of the Vision, the initial focus was on the existing network and services in order
to determine the base from which to move forward and the potential that exists to enable movement to
a railway appropriate for a modern European economy. Thereafter, the focus was on development of
a railway that is sustainable, effective in increasing public transport’s market share and capable of
making a significant contribution to the socio-economic development of the State. Furthermore, the
Vision is underpinned by three key requirements:
i.
ii.
iii.
That it is consistent with local and regional, national and European policies for the
development of railways
That it is realistic and achievable
That there will be sufficient demand for a modernised railway with significantly enhanced
service quality and performance (e.g. high reliability, good levels of customer comfort,
frequent services, attractive journey times etc).
The Recommended Investment Strategy associated with this Review will need to be reviewed over
the course of the next twenty years having regard to the changing national financial position, progress
achieved with implementation, the changing competitive environment for transport, changing national
and EU policies and developments in land use and demographics, both in aggregate and in specific
locations over time. As circumstances change, it will be necessary to revisit the Vision for the
railway from time-to-time.
The Vision has lead to consideration of three broad strategic options for the railway as a whole:
(1)
“Do Nothing”
(2)
Staying in the Game
-
(3)
decline of the railway over time
investing in asset renewal and replacements and accommodating underlying
demand growth
Going for Growth
-
investing in expanded capacity and services to increase rail’s market share over
time.
Specific analyses have been undertaken on the freight business.
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Strategic Rail Review
The maps that follow provide an illustration of the significant potential changes in the existing
railway (and network) evaluated during the Review.
Key
Key
Primary Intercity
Secondary Intercity
Commuter
Rural
Belfast
½ Hourly
Sligo
Hourly
2 Hourly
< 2 Hourly
Ballina
Interchange
Dundalk
Terminal
Westport
Athlone
Drogheda
Mullingar
Galway
Dublin
Portarlington
Ennis
Ballybrophy
Kildare
Arklow
Limerick
Limerick Jnct.
Tralee
Rosslare
Waterford
Mallow
Cork
Cobh
Greater Dublin Area
Malahide
Maynooth
Howth
Drumcondra
Spencer Dock
Clonsilla
Tara St
Interconnector
Pearse
Heuston
Sallins
Dun Laoghaire
Interchange with LUAS
Interchange with METRO
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Greystones
Strategic Rail Review
Key Findings
The recommendations of this Review have regard, inter alia, to the following key findings and
considerations:
The legacy railway, which is mostly single-track apart from the Dublin – Cork and Dublin –
Belfast routes, results in significant operational limitations and constraints. These are a
function of both the investment backlog and design limitations inherited from the Victorian
era and impact on how the railway can operate today.
The significant investment of the recent past (primarily, focused on major capital items
associated with safety and increases in capacity, i.e. track repairs, level-crossing elimination,
new rolling stock etc) has delivered many benefits. However, it will not be sufficient to
stabilise the railway in a ‘steady state’ whereby the historical ‘back-log’ in investment is
overcome and annual renewals can subsequently be undertaken in a planned and even (as
opposed to ‘lumpy’) manner.
The recent experience of extremely rapid and high economic growth has disguised many
short-comings (and exposed many more) of the railway. Historical under-investment has
meant that the railway’s inability to respond effectively to need changes, to deliver high
quality services in a timely fashion and to maximise its contribution to economic growth, in
many instances, has been severely limited.
Operating a ‘mixed’ railway; i.e. commuter services, intercity long distance services, urban
transit and freight, severely compromises the performance of the railway.
Some parts of the network are served at extremely low levels in terms of passenger trains,
particularly non-radial routes. This results in levels of service that are both unattractive to
potential users and inefficient to operate.
Annual subvention of the railway has been increasing significantly in recent years and is clear
evidence of continuing significant Government commitment.
If the present levels of capital expenditure on the railway are sustained, the requirement under
Staying in the Game could be met.
There is currently no well-defined and effective relationship between the State and the
railway. Much of the decision-making at the strategic level has been ad hoc hence the need
for this Review. There is a great opportunity to establish a new relationship, based on an
agreed mandate from Government setting out the basis of what is required from the railway
and what resources will be committed to achieve this.
There is significant public interest in the railway but not necessarily a high level of
‘satisfaction’ with the delivery of railway services. Furthermore, the railway company’s
capacity as currently organised will require significant development to enable it to take on the
challenges associated with an expanded rail network over the next twenty years.
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Strategic Rail Review
There is a real opportunity to deliver, in the short term and particularly over the longer term,
a railway of high quality for people travelling in Ireland. This is a railway that will be able to
increasingly attract patronage from existing private car users for a wide range of trips
purposes and thereby deliver significant socio-economic and environmental benefits to the
State. There is potential to deliver a ‘Cinderella story’ from decades of under-investment and
low asset utilisation. However, this requires, inter alia, significant funding, institutional
reform and effective implementation.
The opportunity exists now to begin the transformation of the railways of Ireland to an extent
that ensures that the legacy infrastructural deficits of the past are dramatically reduced.
Furthermore, ongoing sustainable rail services can be provided, particularly in terms of the
timely implementation of asset renewals and additional capacity to support the broader goals
of Government and the reasonable expectations and desires of the wider community. As
many countries have experienced, maintenance of a good quality railway and / or provision
of additional capacity after the need has materialised is both difficult and financially suboptimal.
There is a clear and obvious need to meet demand (in particular, underlying demand growth
and the significant ‘contestable’ demand which can significantly add to rail’s market share in
the public transport market). Underlying growth on the railway is expected to remain strong:
expected to rise from 35 million in 2002 (DART and Suburban, 24 million) to 54 million in
2022 (DART and Suburban, 36 million) under the base line scenario. Under a more
optimistic economic growth scenario, patronage levels are forecast to rise to 76 million in
2022 (DART and Suburban, 50 million). Additional annual patronage, ‘over and above’
underlying growth of an additional 16 million to 21 million is anticipated under the Going for
Growth scenario.
Rail in Ireland (in particular, passenger rail services) should have a sound and sustainable
future. Very real opportunities exist to significantly grow the market and increase rail’s
market share, even in an increasingly competitive environment. This positioning of the
railway would deliver significant inter-generational benefits from a sustainable railway in
Ireland.
Continuing poor asset utilisation offers opportunities for significant gains at modest (in many
cases) marginal recurrent costs. Much more needs to be done to exploit the capacity of the
railway available outside of the peak periods, for example.
There are various innovative and proven financial management and project funding
techniques that could have merit in application in terms of better managing the fluctuations in
financial requirements associated with the traditionally ‘lumpy’ nature of infrastructure
investment.
Decisions on alternative uses of railway assets (in particular, land) need to be taken with long
time horizons considered. There are numerous cases worldwide of cities reinstating railways
on former rail alignments. The Dublin Luas Line B – on the former Harcourt railway line - is
but one of many examples worldwide.
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Strategic Rail Review
The economic prosperity of the Greater Dublin Area and, in turn as a whole, the nation, is
dependent on good transportation infrastructure. The railway has a vital role to play, but will
need considerable investment within the Greater Dublin Area to keep pace with the demands
placed upon it. Investment in the suburban railways in and around Dublin also unlocks
opportunities to make significant improvements to the network for longer distance services to
and from the regions.
Developing the economic potential of the regions is also dependent on good transportation
infrastructure, both to access external markets and also to enhance accessibility within the
regions. The railway has a vital role to play in this regard. However, it will need to be
renewed, and ongoing support from complementary policies in the physical planning and
transport policy areas is also required for it to do so, particularly at local and regional levels.
Capital investment alone will not deliver the Vision for the railway. A real focus on service
delivery, quality and commitment are all required to achieve the Vision. Investments are
required to ‘unlock the door’ to a public transport future based on quality services and
customer-focus. Incremental changes to the railway will not deliver radical and significant
benefits / gains to the broader community and the State. There is a continuing need to
underpin the performance, integrity and development of the rail network to complement
balanced regional development.
Underpinning the Recommended Investment Strategy is a significant uplift in the quality and
value of services provided by the railway in Ireland:
Enhanced train performance (reduced journey times, more frequent services, better
timetabling and public transport integration and accessibility) and better service
reliability
More emphasis on the needs of the customer and product marketing
Productivity gains from better asset utilisation and labour practices reform
Lower cost to the State per passenger journey / passenger kilometre
Better asset stewardship.
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Strategic Rail Review
Rail freight in Ireland is now at a critical decision point because inter alia:
Traffic volumes and revenues are in decline
The contribution of the freight business to total railway income is declining
Rail’s market share of national freight activity is declining
Increasing competing demands for freight and passenger services
The customer base of rail traffics is very concentrated
A significant proportion of IÉ’s freight business involves both direct and complementary
road haulage operations
Staff morale is poor
Most of the rolling stock is near life-expired and will require significant investment (up to
€61 million over the next 5 to 10 years, depending on traffic volumes) in the short term if
services are to continue
Most traffics are yielding low or negative returns
Operations are, generally, of a low frequency and traffic densities are low
Investment will be required on freight only lines to maintain serviceability.
However, there is a volume of existing rail traffic from which future growth could be based. The
challenge will be determination of the basis for future participation in rail freight in Ireland.
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Strategic Rail Review
The focus of the railway into the future should be as a
predominantly passenger railway with an effective mass
urban transit operation in Dublin; regular quality
commuter services to / from Dublin on the Kildare,
Maynooth, Dundalk and Arklow corridors; and a good
mix of quality intercity radial and ‘fit for purpose’ nonradial services.
Freight services will be those that are commercially
viable (full cost recovery of ‘above rail’ costs) and those
conveyed under the auspices of direct and transparent
Government-sponsored contractual agreement (e.g. train
service agreement or other instrument with performance
regimes and efficient cost calculations) where the net
societal gains have been determined in a transparent
manner using an appropriate methodology or where an
incentive or State grant scheme, appropriately structured
and administered, is in place.
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Strategic Rail Review
Recommendations of the Review
Recommended Investment Strategy
The Review sets out the Recommended Investment Strategy for the next twenty years.
The Recommended Investment Strategy sets out the recommended priority capital expenditure
investment for the railways in Ireland to 2022. The Recommended Investment Strategy identifies the
priorities for a total capital expenditure of €8.5 billion over a twenty-year period between 2003 and
2022 (inclusive). This plan includes €4.25 billion of asset renewals and replacement of life-expired
assets (including €730 million for rolling stock) and €4.24 billion for new schemes designed to
develop a significant increase in the capacity and service capability of the railway (including €350
million for rolling stock).
The Recommended Investment Strategy will deliver significant net societal benefits over twentyyears, with a Net Present Value of approximately €3 billion incremental to the “Do Nothing” option.
The Recommended Investment Strategy includes an element of “Do Minimum” investment
associated with renewals and replacements, as well as new schemes and projects designed specifically
to increase rail’s market share via a combination of factors including reduced journey times and
increased service frequencies.
The “Do Nothing” option has been rejected, as it would lead to cessation of many services and line
closures at significant net cost to the community over the twenty-year period of this Review.
This Review recognises however, that there is a need for a flexible approach, particularly regarding
the selection and approval of investment proposals as regards the objectives of balanced regional
development and sustainable development, which is especially relevant in the case of the National
Spatial Strategy (NSS) and the Greater Dublin Area. The NSS emphasises that in terms of achieving
balanced regional development, Ireland’s best prospects for establishing critical mass of the type and
scale capable of competing with the Greater Dublin Area, lies in developing Cork, Galway, Limerick
/ Shannon and Waterford as an interconnected network of cities. The NSS clearly indicates that
better interconnection between Galway and Cork, via Limerick, would facilitate ease of interaction
and enhancement of critical mass.
This Review has examined and evaluated a number of additional new schemes whose development
would support the policy approach taken by the NSS and described above in terms of building up
critical mass in the regions of a scale that can compete with Dublin. However, these schemes perform
poorly when projected patronage is factored in due to current levels of development and population
density along the lines in question. The “New Schemes” that fit particularly well with the NSS are:
Cork suburban
Galway – Cork (via Limerick)
Limerick- Shannon – Ennis.
Given the manner in which the latter two schemes would support the overall approach being taken at
national policy level in the NSS, the main challenges in advancing them exist at the regional and local
levels. This would mean putting in place, along these lines, the development plans and establishing
the density of population that support effective rail services.
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Strategic Rail Review
Enhanced connections between Waterford and Limerick would also enhance critical mass in the
regions. However, the light DMU scheme assessed performs poorly taking into account the scale of
investment required (particularly given the current quality of the infrastructure) and likely patronage
levels.
The Cork suburban scheme has been included in the overall Recommended Investment Strategy.
Recognising the ways in which infrastructure development can support regional development as
outlined in the NSS, a scenario can be envisaged where new schemes could be implemented within
the time-scale of this Review. However, this would be contingent on:
Preparation and adoption of regional planning guidelines, development plans, and land-use
and transport strategies at regional, county, city and local levels that support effective and
efficient rail services by building up compact and sustainable settlements forms along the rail
corridor, and
Progress ‘on the ground’ in terms of building up the population levels and population
densities along the rail corridors in question in a manner that is consistent with proper
planning and sustainable development and that reinforces the existing urban structure.
In the case of linking Waterford and Limerick, the above requirements also apply with the additional
need to consider the potential contribution of new technologies in providing rail services in an
effective and cost efficient manner. Early progress in relation to the matters described above would
support the case for further feasibility and technical assessments to be carried out to advance these
two schemes. Such assessments should, ideally, be carried out within five years to allow sufficient
time to enable the local and regional planning development policies to be put in place that would
support the schemes in question.
The Dublin suburban network offers significant opportunities for beneficial investment and this is
reflected in the investment programme that is outlined for Staying in the Game and Going for
Growth. The DTO’s Strategy in “A Platform for Change” outlines a major rail development
programme for the Greater Dublin Area (GDA) that suggests that there are major opportunities for
mode transfer to rail. This Review has focused primarily on demand from the perspective of historical
performance, current patronage and service levels, future economic growth/activity at aggregate
levels as well as significant increases in transport supply and quality by way of increased service
frequency and reduced journey times. In the light of Preliminary 2002 Census data and the
demographic forecasts which underpin the DTO’s “A Platform for Change”, it is recognised that
there is a need to undertake a more detailed analysis of the major GDA rail corridors, in particular the
Maynooth and Kildare corridors, to take account of localised development that could result in
demand greater than that assumed in this report. This could affect the timing of elements of the
Recommended Investment Strategy.
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Strategic Rail Review
The National Spatial Strategy envisages that there will be a review of the Strategic Planning
Guidelines (SPGs) for the Greater Dublin Area. In the metropolitan area (i.e. Dublin county), it
suggests, inter alia, a comprehensive and systematic audit of all vacant, derelict and under-used land
to establish its capacity to accommodate housing and other suitable uses. It is noted that the audit
should be focused in particular, on areas in or close to public transport corridors. With respect to the
hinterland area, the review of the SPGs will, inter alia, attempt to concentrate development in towns
with capacity for growth on well served public transport corridors such as Arklow, Balbriggan,
Drogheda, Kilcullen, Naas, Navan and Newbridge.
Future project appraisal of proposals associated with the GDA rail corridors will need to build upon
the forthcoming review of the Strategic Planning Guidelines and localised development committed or
planned within the GDA. This Review recommends a detailed feasibility study of suburban rail
development in those corridors in order to ensure that the benefits of suburban rail investment and its
timing are exploited to the maximum.
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Staying in the Game elements
1)
sub-totals
€ 1 552
2003-2008
Short Term
€ 1 509
2009-2014
Medium Term
€ 1 191
2015-2022
Long Term
DART and Dublin Suburban
Dublin – Cork (Cobh), Limerick (Ennis) and Tralee
Dublin - Galway
Dublin - Waterford
Cork Suburban Scheme and Cork - Cobh
Dublin - Sligo
Dublin - Westport and Ballina
Dublin - Belfast
€ 625
€ 2 134
€ 310
€ 1 862
sub-totals
Sub-Totals
TOTAL
€ 4 496
€ 3 305
€ 321
€ 245
€ 287
€ 425
€ 1 225
€ 247
€ 1 502
€ 8 492
€ 4 240
€ 3 646
€ 180
€ 160
€ 40
€ 134
€ 15
€ 15
€ 50
€ 4 252
€ million
Total Capital
Executive Summary
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Note: Those projects and schemes that were evaluated but are not in this priority list are: Limerick Junction to Rosslare and Limerick to Ballybrophy under Staying in the Game, and under Going for Growth, Dublin to Rosslare service
enhancements, light DMU services on Limerick Junction to Rosslare and on Limerick to Ballybrophy, a direct route from Connolly to Navan, a link from Drogheda to Navan, the full Western Corridor scheme (Sligo to Cork), the
Galway to Cork scheme, the Ennis – Shannon – Limerick scheme, Athlone to Mullingar ‘stand alone’ scheme and the Derry to Letterkenny scheme. These would be viewed as schemes requiring further detailed evaluation using the
approach in this Review in the context of securing progress in advancing and adopting complementary land use and transport policy at the regional and local levels in the areas concerned.
2)
3)
4)
5)
6)
7)
8)
9)
Includes Spencer Dock Stn; Dublin Interconnector Tunnel; 4-tracking to Howth Jnct & Kildare, additional rolling stock, new passing loops on Galway line, extension of Mini CTC etc
Going for Growth Service Enhancements and New Schemes
1.7 Dublin – Sligo
1.6 Dublin – Westport and Ballina
1.5 Dublin - Rosslare
1.4 Dublin - Waterford
1.3 Dublin – Cork (Cobh), Limerick (Ennis) and Tralee
1.2 Dublin – Galway
1.1 DART and Dublin Suburban
Assets Renewls and Replacements (including rolling stock)
Recommended Investment Strategy
Priority
Strategic Rail Review
Strategic Rail Review
Successful implementation of the Recommended Investment Strategy will deliver a range of
significant benefits to the community and the State, including mode shift from the private car and
sustainable public transport. For example, in the short-term:
Staying in the Game will deliver significant customer benefits via the introduction of new
rolling stock on the Dublin – Cork intercity route, for Dublin suburban services, for Cork –
Cobh services and for the other regional intercity services.
Staying in the Game will deliver more reliable rail services across the network in the short
term and increased capacity in the GDA.
Staying in the Game will deliver a better performance standard for the railway infrastructure
leading to a reduction in risk and lower unit maintenance costs.
Other benefits of the Strategy will include:
Reduced journey times across the network
Modernised infrastructure and systems
More frequent and customer-oriented services, for example, clock-face timetabling on
intercity services and a ‘walk up and ride’ / ‘turn up and go’ peak service on much of the
Dublin suburban network
An improved travel experience, for example, significant reductions in over-crowding,
increased departure time choices, better facilities on rolling stock, and enhanced accessibility
to rolling stock and the network in general
Enhanced modal integration, particularly in the GDA
Increased market share to rail
Reductions in environmental impacts associated with economic growth
Reductions in the average subvention per passenger carried.
Strategic Policy Issues
The current relationship between Iarnród Éireann and Government should be strengthened to
ensure that the railway meets the objectives of the State.
Mechanisms for assessing strategies for exit rail markets, other than from the narrow operator
perspective, should be developed between the State and Iarnród Éireann. Broader economic
and social perspectives need to be considered in this regard.
A formal process of Public Project Appraisal for dealing with proposals coming from various
sources needs to be put in place. The emphasis should be on transparency, consistency, and
value for money and investment prioritisation. To support this over-arching process
(particularly at the Feasibility Study phase), there is a clear need for the development of an
economic evaluation manual (based on cost benefit analysis) for the appraisal of transport
projects in Ireland.
In order to improve the business position of the railway and to assist in adding an additional
degree of certainty in business planning, it is necessary to put in place a transparent regime
for fares policy. The regime should incorporate annual reviews of fares with consideration of
inflation with an agreed escalation formula that recognises the key cost categories involved in
the delivery of services.
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Strategic Rail Review
Freight
In summary, it is recommended that the following short-term initiatives be implemented:
Iarnród Éireann should continue to provide freight services to those bulk and non-bulk
traffics / markets that are commercially viable with a focus on improved commercial
performance via cost efficiencies underpinned by labour and capital productivity gains.
There should be selective pruning and re-shaping of non-profitable traffics with a particular
focus on those traffics with a combination of very low levels of operating cost-recovery and
limited opportunities for increased volumes and productivity gains.
Iarnród Éireann should develop a pilot scheme for transparent Government support for
current loss-making traffics that may well provide a basis for future investment. The pilot
must include efforts for re-shaping for enhanced cost-recovery and be underpinned by
evaluation criteria and performance measurement.
No new investment in rail freight wagons, locomotives, terminals (including handling
equipment) should be made without the support of a ‘business case’ underpinned by
economic evaluation.
The following short-to-medium term initiatives are recommended:
Iarnród Éireann should actively seek to enter into a formal joint venture(s) with one or more
significant third party logistics (3PL) firms in order to strengthen its market penetration and
to introduce value-added benefits in existing intermodal and related businesses, namely
Fastrack, Navigator, Roadliner and keg distribution.
Iarnród Éireann’s freight business should be constituted as a separate functional
commercially focused entity under the broader Iarnród Éireann structure. Service Level
Agreements should be established for ‘internal’ (within Iarnród Éireann) services
procurement (e.g. fleet maintenance, train resourcing, train paths etc).
Lightly Served Lines
Subject to the comments made with respect to the National Spatial Strategy earlier, it is recommended
that additional investment in the lightly served lines (listed below) should not be undertaken at the
expense of the priority investment recommendations set out in the Recommended Investment
Strategy. The economic evaluation undertaken as part of this Review does not support new
investments into the following lines:
Limerick – Ballybrophy (via Nenagh)
Limerick Junction – Rosslare Harbour.
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Strategic Rail Review
Delivery Issues and the Implementation Challenge
The successful implementation of the Recommended Investment Strategy poses a very significant
challenge to railway management in Ireland. The Recommended Investment Strategy is of a
significant scale over a sustained period of time. Reaping the obvious benefits of implementation of
the Recommended Investment Strategy presents a major challenge to the railway industry in this
country. Only during the last five years has the sector received the funds to start remedying the huge
backlog of deferred investment that had built up over previous decades. The process of developing
processes suitable for large projects has begun within the current railway organisation, but the
challenge presented by the programme of investment and the service delivery changes outlined in this
Review is of a different order of magnitude and complexity, not least in terms of the change in
organisational structure and focus required to deliver both quality infrastructure and high quality
services to the customer.
The most effective way forward could involve increased private sector participation (potentially,
including international ‘players’) where the clear benefits of doing so are well demonstrated. For
example, this might involve new green-field construction such as depots and new lines, and services
such as fleet / vehicle maintenance. Joint Ventures between State agencies and the private sector
should also be considered in this context. The examination of opportunities for out-sourcing by way
of effective and cost efficient competitive tendering and contracting should be undertaken.
There is a need for a specifically appointed organisation/team or teams to be established to instigate
the processes required to deliver the Recommended Investment Strategy and to oversee the integrated
planning and development process through to implementation, commissioning and activation of the
new assets and the expanded and reorganised services.
Amongst the key targets that could be set for such teams include:
Planning an integrated short, medium and long term programme, based on project appraisal
techniques
Ensuring that each project and programme has a sound business case
Applying procurement techniques as appropriate to achieve value for money, but undertaking
work in-house where that represents best value
Control of the delivery process to achieve:
Delivery of the benefits of the schemes as planned in the business case
Delivery to time
Delivery on budget
Minimising disruption to existing passengers and freight customers as projects progress.
In addition to technical development and recruitment/redeployment, the need for culture change to
match the Vision presents a further challenge to the railway. It is undoubtedly the case that the
railway will need support and assistance from outside if that is to be achieved.
The proposed focus on service enhancement can only be delivered if capital projects are appraised
and monitored on the basis of delivering targeted benefits and if operations are remunerated on the
basis of service performance.
The Recommended Investment Strategy and associated services will need to be implemented in
accordance with a series of integrated plans that cover the short, medium and longer terms, periods of
approximately 6, 12 and 20 years respectively. Otherwise the risk of significant disruption, delays in
delivery, wasted efforts, and financial inefficiency, typically associated with piecemeal planning and
delivery will materialise.
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Strategic Rail Review
This does not mean that all plans have to be “cast in stone”; over a 20-year horizon it is inevitable that
circumstances will change, for example, technology will develop, economic and demographic trends
will impact on views as to affordability and priorities, and the emphases of public policy will change.
In addition to the works to be implemented, a very major transition will be required in the way the
railway operates, including a complete reorganisation of the timetables, over a 20-year period. This
process will require a major increase in the level of activity in the operational planning sphere.
The delivery of the future railway will involve a range of technical, project management and planning
tasks that are not necessarily well represented in the railway at present. A programme of
identification of the skills and resources within the railway, and determining the skills and resource
levels that will be required over the 20-year term to facilitate implementation of the Recommended
Investment Strategy is required. This should form the basis for a staff development and recruitment
/redeployment programme to match future needs.
Given the significant sums involved and significant risk profile of most rail developments it is
unlikely that they could be financed without ongoing State support / backing.
Long term planning that is supported by consistent and committed funding levels will be
fundamental to implementation of the Recommended Investment Strategy.
Iarnród Éireann – Strategic Management, Planning and Operational Issues
Implementation of the following recommendations will strengthen the ability of Iarnród Éireann to
deliver services as well as enhance the ability of the Recommended Investment Strategy to be
successfully implemented.
Development and application of a Railway Costing Methodology (and supporting analytical
‘tools’) is required. This would enable transparent, consistent and reliable cost allocation in
order to determine on a route-by-route basis, and at an individual service level, the ‘above
rail’ and ‘below rail’ costs of providing services - both passenger and freight.
There needs to be a systematic method for collecting, storing, analysing and distributing a
wide range of basic operation, financial and market data to support decision-making.
A review should be undertaken of the functions of the railway to determine whether
opportunities for more efficient and effective service delivery exist. This review should
incorporate determination of the most appropriate manner for service delivery after
consideration of ‘core’ and ‘non-core’ activities currently being undertaken on the railway.
There is a need to adopt a ‘Russian Doll’ approach to strategic planning within the railway
company. This should include developing strategies and action plans associated with
implementation of the Recommended Investment Strategy. For example, it is recommended
that with such significant change happening in the fleet size and mix, a cohesive ‘Fleet
Transition Strategy’ is developed to ensure that the implications of change are understood
and that an effective transition is implemented on the railway.
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Strategic Rail Review
The railway company (in association with other key stakeholders) should continue to
examine and invest in a variety of other initiatives (subject to proper evaluation) drawing
upon examples of ‘best practice’ internationally, such as:
Real time passenger information systems
Integrated ticketing
Internet reservations.
With implementation of the Recommended Investment Strategy, a very major transition will
be required in the way the railway operates, including a complete reorganisation of the
timetables, over a 20-year period. This process will require a major increase in the level of
activity in the operational planning sphere. It is recommended that this transition can be
achieved with a programme of stage-by-stage operational modelling of the railway as a
system.
A fully adequate system of recording and reporting operational performance, disaggregated
into reasons for failure, by discipline, route, service etc needs to be established. This is a
prerequisite for any performance improvement programme.
The Asset Information Management System currently being developed by Iarnród Éireann
must be progressed.
The Investment Monitoring Unit within the Department of Transport should be utilised for
monitoring progress of the Recommended Investment Strategy on behalf of the Department
of Transport, but will need to take account of any relevant changes that result from the
establishment of a public transport regulator in the Greater Dublin Area.
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Strategic Rail Review
Concluding Remarks
Implementation of the Recommended Investment Strategy will provide Ireland with a railway with a
level of services of a high standard: efficient, reliable, effective and providing a good socio-economic
return to the community.
The Dublin suburban network will be characterised by high frequency services operating across an
expanded railway network with new stations in the inner city as well as on the radial routes.
Travellers will be able to cross the city via the Interconnector tunnel and link into complementary
transport services provided by Luas, buses, taxis and the Metro.
Those travelling to many regional and rural areas of the State will also be able to do so on modern
accessible rolling stock operating to a ‘clock face’ timetable at journey times competitive with the
private car. Travellers will be able to choose departure times that are convenient and reflect the needs
of customers across a wide range of trip purposes.
Those freight services that operate will do so efficiently and at effective socio-economic returns to the
State, making a contribution to the economic development of the country in an environmentally
sustainable manner.
In short, the railways of Ireland will in the future be viewed as one of the world’s leading railways for
a country of Ireland’s geography and population (i.e. ‘among best in class’).
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